Blog
Never knock a consultancy that has turned the economic downturn into a business opportunity. I have just read the findings of Stromberg Consultants’ ‘Workplace Fear Index’ Assessment (yes, an actual survey which you can undertake to measure the fear that exists in the workplace), which finds that one in three USA and UK employees are not only afraid to take risks, but a quarter of US employees are delaying decision-making through fear of losing their job. Worrying.
I am not sure whether the suggestion of improved productivity through fear (work harder to keep your job) is necessarily a positive force in any business, but agree that the lack of confidence in senior leaders is at its peak in times of turmoil. Apparently, less than 30% of UK workers believe that their leaders are making the right decisions to position their organisation for economic recovery.
We are in an interesting period where management style is changing from command and control – where employees simply did what they were told and rarely challenged authority – to one of collaboration, dialogue and empowerment, and where a younger generation has taken over the reins of leadership. This in itself poses a problem when a serious recession hits, because they lack the experience and knowledge needed to navigate their business through the downturn. Is it surprising, then, that so many of our people lack faith during these troubled times?
One of the most important traits of good leadership is visibility. Leaders need to be seen by their employees, leading by example, being honest with them, listening to their worries, thoughts and ideas and providing regular feedback, and communicating communicating communicating. There is no place for vacillation, weakness and U-turns in this climate; people look to their leaders for clarity, inspiration, confidence, encouragement and recognition for their efforts. A clear, realistic and compelling Story is critical, with an unwavering commitment by leaders to deliver against it to achieve the vision, and an invitation to every single individual to unite behind the cause and pull in the same direction, empowered to take decisions within a clear framework.
The paralysis in decision-making caused by fear will inevitably impact on the customer. Employee attitudes and behaviours – internally and externally – play a huge role in leveraging a brand’s value. Leaders must think about the role they play here and make haste to maximise their ’soft’ leadership skills to keep the wheels of commitment and productivity oiled and turning.
Kate Billing
May 5, 2009
10:47 pm
Thank God! This is exactly what I’m talking with people about. So refreshing to hear that folks on the other side of the world on in the same frame.
I shouldn’t be suprisied by it but still, it always knocks me for a 6 that business leaders and owners just don’t get this simple stuff. They want to THINK there way through it rather than FEEL.
Their people are the brand – whatever their demonstration as a leader, that will influence the reality of the internal culture and the external brand experience. All the flash brand badging in the world won’t help them once their people have lost the faith. From that point it is the slow process of rebuilding trust and respect, made all the more difficult by ‘the current economy’, the fragility of general confidence and the fear of what MIGHT happen.
KateB